Agenda of Council Meeting

Council Meeting

1 May 2019

Item No: C05/19-70

Draft Operational Plan and Budget 2019-2020

Responsible Division: People & Performance

Officer: Director People & Performance

File Number: S-57-50

Community Strategic Plan Goal: Transparent and accountable leadership

Summary

The Local Government Act 1993 requires all NSW Councils to undertake Integrated Planning and Reporting, which places an obligation on Councils to have a framework of long term planning documents based on community engagement. In June 2017, Cumberland Council adopted its first full suite of these documents which included:

· The Cumberland Community Strategic Plan 2017-27

· The Delivery Program 2017-21 and Operational Plan 2017/18

· The Resourcing Strategy

This report presents a draft of the third year of the four year Delivery Program 2017-21, and the Operational Plan 2019-2020 (see Attachment 1). This includes the principal activities Council will be undertaking through its 12 Key Service Areas, the budget, the capital works program, the rates statement, the pricing policy and the register of fees and charges (separate document as Attachment 2).

Legislation requires that this draft plan be placed on public exhibition for a period of 28 days and that all submissions from the community be taken into account during the finalisation of the plan, and final adoption by Council.

Recommendation

That Council endorse the Draft Operational Plan, Draft Fees and Charges, and Budget 2019/20 for public exhibition for a period of 28 days.

Report

Planning Framework

The Integrated Planning and Reporting legislation requires all NSW Councils to have:

· A ten year Community Strategic Plan (CSP)

· A four year Delivery Program

· An annual Operational Plan

· A Resourcing Strategy including an Asset Management Plan, a Long Term Financial Plan and a Workforce Management Plan.

In 2017, Council adopted the Cumberland Community Strategic Plan 2017-27 (CSP). This ten year plan is the community’s high-level guiding document for Council and is based on the results of an extensive community engagement project which heard the views, aspirations and opinions of approximately 2,500 Cumberland residents, businesses, community groups, visitors and other stakeholders. These results set the vision for the community: “Welcome, Belong, Succeed”, which captures the main priorities the community have for the future of Cumberland. The CSP is set around six Strategic Goals designed to help achieve the vision. Each of these six Strategic Goals have a set of outcomes and measures to help us determine if we are moving towards or away from our vision. These outcomes, along with Councillor term priorities and technical data, inform the planning of principal activities in the Delivery Program.

The four year Delivery Program and annual Operational Plan are Council’s commitment to the services and principal activities it delivers, to help the community as a whole achieve the vision.

The Delivery Program 2017-21 is communicated to the community through 12 Key Service Areas. Each of these service areas includes the annual key projects that will be delivered, a list of ongoing business activities, income and expenditure for the service and key performance indicators. The key projects relate directly to an outcome in the CSP, giving a clear line of sight from the project, up to the expected outcome, to the Strategic Goal and ultimately the vision.

Reporting Progress

The implementation of the Operational Plan 2019-2020 will be reported quarterly to Council and the community. This information will also be presented yearly in the Annual Report, providing a high level of accountability and transparency around the implementation of Council’s key planning document.

2019-2020 Focus Areas

The Draft Operational Plan 2019-2020 has been developed in reference to Councillor term priorities, the results from the community satisfaction survey, expected outcomes from the CSP, organisational priorities and financial realities.

The Draft Operational Plan 2019-2020 places a strong emphasis on raising service levels with bookings, customer service, facilities, development application processing times and cleanliness of our neighbourhoods.

The projects outlined in the Draft Operational Plan 2019-2020 respond directly to the community priorities for the future and endeavour to ensure that Cumberland is a place where people feel welcome, where everyone feels they belong, and where everyone has maximum access to services and facilities to help them succeed.

The Budget and Capital Works

· Budget surplus - $2.08m

· $46.4m in renewing infrastructure. The building and infrastructure ratio for 2019-20 is 144%

• $29m in facility renewals including $16m for pools

• $8.3m playground / parks renewal and upgrades

• $8.1m comprising of 8.9 kms roads renewals, 7.9 kms new paths and 10kms of path renewals

· $119m in cash reserves. The closing balance of working capital is forecast to be $21m.

Community Engagement

The Draft Operational Plan 2019-20 is proposed to be exhibited for 28 days from 3 May to 30 May during which time the community will be invited to provide feedback to Council on the draft plan. Council aims to extensively consult with the community during the public exhibition period and has planned:

· Online engagement activities

· Social media posts

· Council newsletters and e-newsletter

· English and Non-English newspaper advertisements

· Media Release

· Engagement at Libraries and Customer Service Centres

· Face to face engagement sessions across the LGA

· Circulation to Council’s Advisory and Consultative Committees.

Results of the engagement including reach and number of submissions will be reported to Council when the draft plan is proposed for final adoption in June 2019.

Policy Implications

The Operational Plan 2019-2020 will set the major policy direction for Cumberland Council from 1 July 2019 to 30 June 2020 once adopted by Council. This plan includes the principal activities, budget, capital works, annual charges, pricing policy, and fees and charges (separate document) for this timeframe. Major changes to these forecast activities and expenditure requires Council approval and re-exhibition to the public for 28 days.

Risk Implications

In accordance with the Local Government Act 1993, Council would be at risk of failing to meet its obligations under the Integrated Planning and Reporting provisions by not exhibiting the Draft Operational Plan.

Financial Implications

The attachments to this report form Council’s annual budget and other key financial plans. They set Council’s major financial goals for the 2019-2020 financial year. Activities that Council undertake during this time are required to be planned for in the budget.

CONCLUSION

The Draft Operational Plan 2019-2020 gives the community a clear picture of the principal activities Council plans to undertake during the year and how it plans to fund them. The planning of these proposed activities has been informed by community engagement, the community’s priorities from the Community Strategic Plan and elected representative priorities. It is proposed that Council engage the community extensively during the exhibition period and welcome community feedback on the draft plan. All community submissions and resulting changes to the plan will be considered and reported to Council when the document is proposed for final adoption by Council in June 2019.

Attachments

1. Fees and Charges 2019-20 with comparison ⇩

2. Draft Operational Plan 2019-2020 ⇩

Council Meeting

1 May 2019

Council Meeting

1 May 2019

Council Meeting

1 May 2019

Item No: C05/19-71

Cumberland Council Community Grants Program Round Three 2018/2019

Responsible Division: Community Development

Officer: Director Community Development

File Number: T065725/2018

Community Strategic Plan Goal: A great place to live

Summary

The Cumberland Council Community Grants Program aims to support the delivery of services and programs that build a vibrant and sustainable Cumberland. Funded projects should deliver social, economic, cultural, recreational and environmental benefits to the local community.

This report outlines the outcome of staff assessments and the recommendations for funding allocations for applications submitted in Round Three of the Cumberland Council Community Grants Program 2018/19.

RECOMMENDATION

That Council:

1. Adopt the 60 applications recommended for funding under Attachment 1 and allocate $374,479 from the Cumberland Community Grants Program budget 2018/19.

2. Advise all applicants of funding allocations under Round Three of the Community Grants Program 2018/19 and provide feedback and support to applicants that were unsuccessful.

3. Withdraw any applications recommended for funding in 2018/2019 if the organisation has not provided compulsory information to Council to enable payment before the end of the financial year.

4. Adopt the revised program structure for the Cumberland Community Grants Program 2019/20 included under Attachment 3.

Report

This report provides information on the assessment process and recommendations for funding allocations for applications submitted under Round Three of the Community Grants Program 2018/19.

Round Three Community Grants Program 2018/19 Guidelines and Promotion

In accordance with the Community Grants and Donations Policy, detailed Guidelines for Round Three of the Cumberland Community Grants Program 2018/19 (included under Attachment 2) were made publicly available. The Guidelines outline the funding priorities, eligibility and assessment criteria, and administration practices including application processes, decision making, agreement making, monitoring and support services.

Round Three of the Community Grants Program 2018/19 was open from 9am, 29 January 2019 and closed at 4pm, 28 February 2019. Applications were only accepted during this advertised period.

In accordance with the Community Grants and Donations Policy, applications were invited via an open call out. Promotion of Round Three commenced eight weeks in advance of the round opening. The grant round was promoted widely using the following methods:

· Advertisements in local newspapers: The Auburn Review and Parramatta Advertiser.

· Promotion of the Community Grants Program through Council’s social media channels.

· The Guidelines and Application Forms were made available on Council’s website.

· Emails were sent to local community organisations that subscribe to Council’s Grants Bulletin (576 subscribers).

· Emails were sent to community groups, school P&C Associations and other key stakeholder groups (approximately 1,200 email addresses).

· Promotional flyers were displayed in Council’s community centres, libraries and Customer Contact Centres.

· Promotion through Council’s Schools Newsletter which is distributed to all schools across Cumberland.

Nine streams of the Community Grants Program were available in Round Three, including:

· Community Events Grants Program (Community Festival)

· Community Events Grants Program (Local Event)

· Community Events Grants Program (Venue Hire)

· Community Participation Grants Program (Small)

· Community Participation Grants Program (Large)

· Community Infrastructure Grants Program

· Small Equipment Grants Program

· Supporting the Arts in Cumberland Grants Program

· Rising Star Award

In accordance with the Policy and the Guidelines, submitted applications were assessed against the published assessment criteria.

Only one application was permitted per applicant per funding stream.

Council does not award funding for projects retrospectively, and funded projects or events must be delivered between 1 July 2019 and 30 June 2020. Projects funded under the Infrastructure stream can be implemented over 2 years and must be completed by 30 June 2021.

Participation in events or activities funded under the Rising Star Award must occur between 27 February 2019 and 30 June 2019.

Council’s Grant Support Program

To assist applicants to develop their grant applications, Council delivered the following support programs, which were promoted and available to all:

· Two information sessions (face to face and online Skype session) outlining the funding priorities, assessment process and conditions for successful applicants. A total of 22 people from 16 organisations participated in these sessions.

· Two ‘Preparing a Successful Grant’ workshops. These free workshops assisted participants to develop and write their grant applications and focused on specific questions in the application form. A total of 18 people from 16 organisations participated in these workshops.

· ‘Advisory Desk’ sessions. Applicants could book a session to receive tailored one on one advice on their project and grant application. A total of 17 people from 17 community organisations participated in these sessions.

· A total of 150 people were also provided with information or advice about their projects through phone and email enquiries.

Assessment Process

The Grants Program is a competitive process with applications assessed against the published criteria. Applications submitted for funding under the Community Grants Program were assessed in two stages. This included:

Stage 1: Eligibility Assessment

Council’s grants administrators conducted an eligibility assessment of all applications submitted. This included applications being submitted on time, being complete and meeting the eligibility criteria.

Stage 2: Subject Matter Expert Panels

Three internal assessment panels (Subject Matter Expert Panels) consisting of Council staff were convened to review and rank eligible applications against the assessment criteria. The Subject Matter Expert Panels involved members of staff that have sufficient understanding of the funding process and funding priorities. The Panels consisted of staff from a cross-section of service areas.

Panel members were required to complete confidentiality and conflict of interest documents and declare any conflicts of interest that arose during the assessment process.

Subject Matter Expert Panels assessed all applications.

Assessment Outcomes

A total of $374,479 across nine funding streams is available in Round Three 2018/2019. Council received a total of 126 applications requesting a total of $1,223,062. Of the applications received, 60 are recommended for funding in Round Three.

The following table provides a summary of the assessment outcomes:

Funding Stream	Amount Available	Amount Recommended	No. of Projects Recommended
Community Participation - Small (Up to $5,000)	$41,229	$20,324	5 projects
Community Participation - Large ($5,000 to $20,000)	$125,000	$154,987	9 projects
Community Events § Community Festival (Up to $15,000) § Local Event (Up to $10,000) § Venue Hire (Up to $1,000)	$60,000	$60,650	13 events
Community Infrastructure (Up to $20,000)	$80,000	$87,407	9 projects
Small Equipment (Up to $2,000)	$23,000	$27,433	17 projects
Supporting the Arts in Cumberland (Up to $5,000)	$40,000	$19,928	4 projects
Rising Star Award ($750 to $1,500)	$5,250	$3,750	3 individuals
TOTAL	$374,479	$374,479	60

The total value of the 60 applications recommended for funding is $374,479.

A full list of applications recommended by the Subject Matter Expert Panels for funding under Round Three is included in Attachment 1 for determination by Council.

Applications not recommended for funding have either: Not met the eligibility criteria; have provided insufficient information; or have not scored as high against the assessment criteria.

Council staff will provide all unsuccessful applicants with an opportunity to receive tailored one on one feedback on their grant application. These feedback sessions will provide unsuccessful applicants with an opportunity to improve their application and resubmit to future rounds of the Community Grants Program.

Recommendations for Community Grants Program 2019/2020

Council undertakes a continuous review of each round of the Community Grants Program to ensure the structure, design and processes meet Council’s Community Grants Program objectives. A number of opportunities to improve the grants program have been identified for the Community Grants Program 2019/2020. These are outlined below.

It is recommended that two rounds of the Community Grants Program be offered in 2019/2020, rather than three rounds. This will free up resources to invest in stronger support for community groups in the design, delivery and monitoring of projects.

The two rounds of the program will be scheduled to complement the timing of the Cumberland ClubGRANTS Scheme, with proposed timeframes as outlined below:

2019/20 Community Grants Program Round 1	2019/20 Community Grants Program Round 2	ClubGRANTS 2020
August - September 2019	January - February 2020	April - May 2020

It is recommended that the Rising Star Awards Program be continued to be implemented in 2019/2020 to support the outcomes of Council’s Healthy Kids Initiative and Good Sports Awards program. Although there was a low number of applications in Round Three, this was in part due to the limited time period for representation (February - June 2019) and the timing of promotion occurring in between winter and summer sporting seasons. It is also recommended that the Rising Star Awards Program be offered quarterly. It is anticipated that the longer lead time for promotion of the program and an extended window for representation will increase the number of applications in this program.

It is recommended that the names of two of the grants streams be changed to further align with the objectives of each stream and improve community understanding. This includes:

· The name of the ‘Supporting Arts in Cumberland’ Grants Program be changed to ‘Creative Cumberland’ Grants Program.

· The name of the ‘Local Events’ stream of the Community Events Program be changed to ‘Celebrating Cumberland’ Grants Program. It is also recommended that this stream provide funding up to $5,000 plus venue hire (up to a maximum of $2,500).

The revised structure proposed for the Cumberland Council Community Grants Program to be implemented in 2019/2020 is included in Attachment 3 for Council’s consideration.

Ongoing Improvements and Directions

A number of improvements to the Community Grants Program were introduced in Round Three including streamlined application forms and processes, and online samples available from Council’s website of budgets, consultant quotes, project descriptions and risk management checklists to support applicants with their grant writing. Feedback from community groups indicated an improvement in the ease of the application process, with 49% of applicants stating the application form was ‘very easy’ or ‘easy’ and 39% stating it was ‘moderately easy’ to complete.

Further improvements will be introduced in Round One of the Community Grants Program 2019/2020 focusing on promotional strategies to achieve greater awareness of the grants program by under-represented groups and the types of projects suitable for funding as well as encourage greater use of the grant supports available for groups to access.

Round One of the Cumberland Community Grants Program 2019/20 will fund projects in the following grants streams: Community Events (Community Festivals, Celebrating Cumberland and Venue Hire), Community Participation (Small and Large) and Small Equipment. The Rising Star Awards will be promoted on a quarterly basis, with the first Round to open in July 2019.

Community Engagement

Council will notify all applicants of the outcome of their application. Unsuccessful applicants will be offered feedback and support under Council’s Grants Support Program.

Information about the ClubGRANTS Scheme, which is currently open and closes on 2 May 2019, has been widely promoted to all community groups who have submitted an application and/or are signed up to Council’s Grants Bulletin.

Information about Round One of the Cumberland Community Grants Program 2019/2020, which will open in August 2019, will be widely promoted and made available to the community.

An official presentation ceremony will be held on 6 June 2019 for all recipients funded under Council’s Community Grants Program 2018/19. The event will provide an opportunity to recognise all grant recipients and celebrate the outcomes of projects funded to date through Council’s Community Grants Program.

Policy Implications

The Community Grants and Donations Policy outlines the framework under which grants and donations made by Council to the community are governed. The Policy ensures Council meets legislative requirements prescribed under Section 356 of the Local Government Act 1993. All applications submitted in Round Three of the Community Grants Program 2018/19 have been assessed in accordance with this Policy.

Risk Implications

Successful applicants will be required to enter into a funding agreement with Council and meet all requirements of project delivery, reporting and acquittal.

Financial Implications

There is a total of $374,479 in the Community Grants Program 2018/19 budget to fund the projects recommended for funding under Round Three.

Council received notification from the Bosnian Seniors and Disabilities Association that a total of $768.28 unspent grant money will be returned to Council. The organisation was funded in Round One of the 2017/18 Community Grants Program for a project which aimed to increase access to aged care and disability services, reduce social isolation and increase participation in the wider community. The returned funds were added to the funding pool available for Round Three.

It should be noted that successful applicants must submit compulsory information to Council prior to payments being processed. In some instances, it has taken up to three months for a successful applicant to provide the compulsory information to Council, resulting in large commitments of grant allocations being carried over to a new financial year. It is recommended that should a successful recipient not submit the required information by the due date outlined in the successful application notification letter, the allocated funds will be forfeited and applicants will be required to reapply in upcoming rounds of the Community Grants Program. This will avoid large grant commitments being carried over to a new financial year, resulting in a reduced funding pool for other applicants.

CONCLUSION

The Cumberland Community Grants Program aims to support the delivery of services and programs that build a vibrant and sustainable Cumberland. The projects recommended for funding aim to deliver significant community benefits and positive change across the Cumberland LGA.

Council has put in place appropriate monitoring, acquittal and accountability measures for recipients of the Community Grants Program to ensure funds are spent in accordance with the Guidelines. Council will continue to make improvements to the Community Grants Program based on applicant feedback, observations made by grants officers and members of Subject Matter Expert Assessment Panels to improve the overall quality of applications and assessment outcomes.

Attachments

1. Community Grants Program Round Three 2018/2019 - Schedule of Applications Received ⇩

2. Community Grants Program Round Three 2018/2019 Guidelines ⇩

3. Revised Community Grants Program Structure 2019/2020 ⇩

Council Meeting

1 May 2019

Item No: C05/19-72

NSW Local Government Excellence Awards 2019

Responsible Division: Community Development

Officer: Director Community Development

File Number: HC-08-09-2/04

Community Strategic Plan Goal: Transparent and accountable leadership

Summary

Cumberland Council has received notification that it is a finalist under four categories of the NSW Local Government Excellence Awards 2019. Councillors are invited to attend the Awards dinner.

Recommendation

That Council:

1. Nominate Councillors who wish to attend the NSW Local Government Excellence Awards, being held at The Westin Sydney on Thursday, 20 June 2019 at 6.30pm.

2. Meet the attendance fee for those Councillors who wish to attend in accordance with the Councillor Expenses and Facilities Policy and the financial implications outlined in this report.

Report

The NSW Local Government Excellence Awards highlight the achievements of local government across NSW. The Awards focus on significant areas of the industry including leadership, environment, community, operational performance and partnerships.

This year the Awards dinner will include over 500 guests and will be held as follows:

Date: Thursday, 20 June 2019

Time: 6.30pm – late

Venue: The Westin Sydney, 1 Martin Place, Sydney.

Council has received notification that it is a finalist in four categories of the Awards.

The categories and projects are as follows:

1. Category: Asset Management and Infrastructure Initiatives

Project: Asset Data Harmonisation and Mapping Project

Cumberland Council used the challenge of inheriting three separate asset data sets upon amalgamation to create a single data set; one that was linked to GIS mapping and integrated with Council’s cloud based asset management software (Assetic) and customer-relationship management approach (TechnologyOne).

The project went well beyond data harmonisation and allowed Council to completely reimagine its approach to asset management. This included road testing different modelling for asset deterioration; providing Council staff with a new tool to view asset data on an interactive 2D map; allowing outdoor crews to access work orders on their tablets; and ensuring administrative staff could more easily track, record and review work orders and capital projects.

The project required significant investment from across Council’s roads and waste teams. Together they worked closely with Council’s IT team and third party providers. The end result is an integrated approach to asset management that ensures maximum transparency and efficiency.

2. Category: Community Partnerships and Collaboration

Project: Women in Sport Roadshow

The Women in Sport Roadshow encourages young girls to participate in organised sport by hosting free girls-only sports clinics at schools. The clinics are facilitated by successful female athletes, who act as role models for the young girls. In its pilot program the Roadshow was a partnership between AFL NSW/ACT, the Greater Western Sydney (GWS) Giants AFL team, local schools and Council.

The Roadshow is separated into two parts. The high profile female athletes begin by sharing the many social, psychological and physical benefits of being active, and take time to answer any questions students have. Following the presentation, the high profile athletes and Council officers run practical sports games for students.

The success of the program is evidenced in both the glowing feedback from participants and the program’s meteoric growth. After having one school participate in late 2018, 12 schools participated in the March 2019 Roadshow. The enthusiasm from both schools and local sporting clubs affirms Council’s approach to provide a girls-only sports program in schools.

3. Category: Excellence in People and Culture

Project: Salary Harmonisation Project

The Salary System and Working Conditions Harmonisation Project was designed to bring about consistency in the working conditions and entitlements for staff at Cumberland Council. The project required satisfying the requirements of over one thousand staff members, five executive team members and three trade unions.

The key focus areas were hours of work, flexibility provisions, position descriptions, job evaluations, salary scales, progression through the salary system, performance reviews and development initiatives. The project was led by the Group Manager of Human Resources, who established a salary system project team with representatives from across the organisation including union representatives. Cumberland Council was one of the first amalgamated councils to complete this difficult process.

The key benefit was that upon its completion Council was in a position where it had a single platform governing the employment conditions of our staff. Based on early climate surveys, this was a key concern for staff and an area that was hindering the development of a positive culture following amalgamation. Having consistency in the way staff are treated has encouraged people to feel and work as part of one team, which ultimately benefits the community through better service delivery.

4. Category: Special Project Initiative

Project: Book-a-Court

Cumberland Council was the first council in Australia to have all of their tennis venues set up with a new online booking system. Delivered in partnership with Tennis Australia, the improved booking system is a simple three-step process: book and pay online; receive an access pin number; enter the pin number and start playing.

Cumberland Council introduced the new online booking system in October 2018. Since then participation has increased at all 10 tennis venues and revenue has increased by 71% over a five-month period compared with the previous year.

The purpose of the project was to allow the community easier access to tennis courts and in turn increase participation in sport and activity.

Community Engagement

There are no consultation processes for Council associated with this report.

Policy Implications

There is no provision within the adopted Councillor Expenses and Facilities Policy to enable Councillors to attend the Awards dinner with the exception of the Mayor.

Under Section 6.11 of the Policy, it states:

“6.11. Any Councillor seeking to represent Council on a Board of Directors, or in any other capacity by virtue of holding office is subject to the following requirements:

(i) The Councillor must seek approval to represent Council via Council resolution.

(ii) Any travel and associated expense claims associated with representation of Council must be handled in accordance with this Policy.”

Accordingly, a Council resolution is required should any Councillors wish to attend the NSW Local Government Excellence Awards dinner.

Risk Implications

There are no risk implications for Council associated with this report.

Financial Implications

Council has been provided with one ticket per award entry. Additional tickets for the Awards Dinner are $275.00 (including GST) per person for members and $330 (including GST) for non-members. A table of 10 can also be purchased for $2,970.

There is sufficient budget available in the 2018/19 Elected Officials - General Functions and Activities budget to cover the cost of additional tickets for Councillors wishing to attend.

CONCLUSION

Cumberland Council has received notification that it is a finalist under four categories of the NSW Local Government Excellence Awards 2019.

Councillors are invited to indicate their interest in attending the Awards dinner. In accordance with the Councillor Expenses and Facilities Policy, a Council resolution is required should any Councillors wish to attend the NSW Local Government Excellence Awards dinner.

Attachments

Council Meeting

1 May 2019

Item No: C05/19-73

Draft Environmental Management Framework 2019

Responsible Division: Environment & Planning

Officer: Director Environment & Planning

File Number: SC475

Community Strategic Plan Goal: A clean and green community

Summary

The Draft Environmental Management Framework 2019 (the Draft Framework) has been developed to provide guidance and inform decision-making for Council to address current and emerging environmental issues in the Cumberland area.

The Draft Framework aligns with Council plans and strategies, and reinforces the principles of ecologically sustainable development in our decision-making processes. The Draft Framework helps deliver a clean and green Cumberland.

It is recommended that the Draft Framework be placed on public exhibition for a period of 28 days, with a report to be provided back to Council following the conclusion of the exhibition period.

Recommendation

That Council place the Draft Environmental Management Framework 2019 on public exhibition for a period of 28 days, with a report to be provided back to Council following the conclusion of the exhibition period.

Report

The Draft Environmental Management Framework 2019 has been developed to guide and inform decision-making to address current and emerging environmental issues that will deliver a clean and green Cumberland as outlined in the Cumberland Community Strategic Plan.

The Draft Framework demonstrates our commitment to a clean and green community by reinforcing and committing to ecologically sustainable development principles. This will ensure our decision making process balances the economic, social, environmental and governance needs of the community.

The development of the Draft Framework has been informed by the following:

· Literature review of relevant frameworks

· Review of Local, State, Federal legislation and regional strategic documents

· Analysis of community survey results

· Internal discussions with Managers in Council

· Alignment with Community Strategic Plan and Delivery Program.

This process has identified five key environmental areas affecting Council. These areas include Biodiversity, Water and Energy Efficiency, Waste and Litter, Water and Air Quality and Corporate Sustainability.

COMMUNITY Engagement

Initial community feedback was sought on the Draft Framework in April 2018, including Council’s ‘Have Your Say’ portal and at all Council libraries and administration centres.

The Draft Framework will be placed on public exhibition for a period of 28 days, with a report to be provided back to Council following the conclusion of the exhibition period.

Policy Implications

There are no policy implications for Council associated with this report.

Risk Implications

There are no risk implications for Council associated with this report.

Financial Implications

Actions arising from the Draft Environmental Management Framework 2019 that support delivery of environmental management activities and programs can be funded within the existing budget. Grant funding will also be sought on relevant actions where applicable.

CONCLUSION

It is recommended that the Draft Framework be placed on public exhibition for a period of 28 days, with a report to be provided back to Council following the conclusion of the exhibition period.

Attachments

1. Draft Environmental Management Framework 2019 ⇩

Council Meeting

1 May 2019

Item No: C05/19-74

Draft Cumberland Biodiversity Strategy 2019

Responsible Division: Environment & Planning

Officer: Director Environment & Planning

File Number: SC475

Community Strategic Plan Goal: A clean and green community

Summary

The Draft Cumberland Biodiversity Strategy 2019 (the Draft Strategy) has been developed to provide strategic direction and a coordinated approach to effectively manage biodiversity in the Cumberland area.

The Draft Strategy outlines a framework for managing biodiversity, sets out a vision and identifies objectives and actions under three Key Focus Areas:

· Key Focus Area 1: Community Awareness and Engagement

· Key Focus Area 2: Habitat Connectivity and Condition

· Key Focus Area 3: Planning and Innovation.

It is recommended that the Draft Strategy be placed on public exhibition for a period of 28 days, with a report to be provided back to Council following the conclusion of the exhibition period.

Recommendation

That Council place the Draft Cumberland Biodiversity Strategy 2019 on public exhibition for a period of 28 days, with a report to be provided back to Council following the conclusion of the exhibition.

Report

Cumberland is a highly urbanised area and is located on the Cumberland Plain in western Sydney. Land clearing, pests, weeds, pollution, disease and other changes have had a dramatic effect on the natural biodiversity in the area. There are 11 vegetation communities, 10 threatened plant species and 14 threatened animals in the Cumberland area.

The Draft Cumberland Biodiversity Strategy 2019 (the Draft Strategy) outlines a strategic and coordinated approach to manage biodiversity in Cumberland. It has been developed to protect and enhance biodiversity in the Cumberland area. The Draft Strategy outlines a framework for managing biodiversity, sets out a vision and identifies objectives and actions under three Key Focus Areas:

· Key Focus Area 1: Community Awareness and Engagement

· Key Focus Area 2: Habitat Connectivity and Condition

· Key Focus Area 3: Planning and Innovation.

Each focus area has a specific objective, measurable targets and actions to achieve the objective. This Draft Strategy will help achieve Council’s vision for a clean, green and sustainable Cumberland area.

Community Engagement

Initial engagement was previously undertaken on the Draft Strategy, including a community workshop, engagement sessions with Council’s Aboriginal and Torres Strait Islander Consultative Committee, and Council staff workshops.

The Draft Strategy will be placed on public exhibition for a period of 28 days, with a report to be provided back to Council following the conclusion of the exhibition period.

Policy Implications

There are no policy implications for Council associated with this report.

Risk Implications

There are no risk implications for Council associated with this report.

Financial Implications

Actions arising from the Draft Cumberland Biodiversity Strategy 2019 can be funded within the existing budget. Grant funding will also be sought on relevant actions where applicable.

CONCLUSION

It is recommended that the Draft Strategy be placed on public exhibition for a period of 28 days, with a report to be provided back to Council following the conclusion of the exhibition period.

Attachments

1. Draft Cumberland Biodiversity Strategy 2019 ⇩

Council Meeting

1 May 2019

Item No: C05/19-75

Cumberland Employment and Innovation Lands Strategy

Responsible Division: Environment & Planning

Officer: Director Environment & Planning

File Number: S-57-57

Community Strategic Plan Goal: A strong local economy

Summary

This report provides an update on the Cumberland Employment and Innovation Lands Strategy. It outlines the outcomes of the public exhibition process, including submissions received and key issues, and the recommended approach for the finalisation and implementation of the Strategy.

Council has undertaken work on a strategy for employment and innovation lands in the Cumberland area. The primary focus of this work is to understand the composition of current employment lands in the area and to identify a strategic and coordinated approach to better meet the future needs of Cumberland the broader Greater Sydney area. This approach provides opportunities to respond to innovation and economic development in the area, and can contribute to the economic and social wellbeing of the Cumberland community now and in the future.

The draft Cumberland Employment and Innovation Lands Strategy was placed on public exhibition from 22 September 2017 to 3 November 2017 and re-exhibited from 6 March 2018 to 1 May 2018. A total of seven submissions were received. The main area of feedback was in relation to future planning controls for selected sites and their applicability to the Strategy.

Following a review of submissions and further assessment by Council, the Cumberland Employment and Innovation Lands Strategy is recommended for adoption. This includes a strategic framework on the land use approach for employment and innovation land precincts across the Cumberland area.

The report also outlines the implementation of the Strategy through the new Cumberland Local Environmental Plan if endorsed by Council. This process will require the preparation of a planning proposal, review and advice from the Cumberland Local Planning Panel, Gateway determination by the NSW Government, public consultation and finalisation of the planning proposal for the new LEP. This work is a high priority of Council and is scheduled for completion in mid-2020.

The other actions identified in the Strategy, such as economic development, place making activities and collaboration, will be incorporated into Council’s work plan.

Recommendation

That Council:

1. Adopt the Cumberland Employment and Innovation Lands Strategy.

2. Endorse that the strategic framework identified in the Strategy and the technical study are used to inform a review of relevant planning controls as part of the new Cumberland Local Environmental Plan.

3. Note that other actions identified in the Strategy will be incorporated into Council’s work plan.

Report

Background

Cumberland is located at the geographic heart of the Greater Sydney Region, and is well positioned to Sydney CBD, Greater Parramatta, Western Sydney Employment Area and the future Western Sydney Airport. The employment and innovation lands in Cumberland are well connected with the arterial road network and freight rail network, making it highly accessible to various distribution catchments across the Greater Sydney Region.

A chronology of the work undertaken on the Cumberland Employment and Innovation Lands Strategy is provided in Table 1.

August 2016	Resolution to prepare an Employment and Innovation Lands Strategy
September 2017	Resolution for draft Strategy to proceed to exhibition
September – November 2017	Exhibition of draft Strategy
26 February 2018	Notice of Motion to immediately re-exhibit for a minimum of 8 weeks
March – May 2018	Re-exhibition of draft Strategy
2018 – 2019	Analysis of issues raised in submissions and review of draft Strategy
May 2019	Report to Council on Employment and Innovation Lands Strategy

Table 1: Chronology of Cumberland Employment and Innovation Lands Strategy

Cumberland Employment and Innovation Lands Strategy

Cumberland’s employment and innovation lands are well distributed across the area, including precincts in Auburn, Clyburn, Lidcombe, Pemulwuy, Regents Park, Smithfield, South Granville and Yennora. Employment and innovation lands are defined as all land within the area zoned IN1 General Industrial, IN2 Light Industrial, B5 Business Development, B6 Enterprise Corridor and B7 Business Park under the applicable Local Environmental Plans.

The Cumberland Employment and Innovation Lands Strategy (Attachment 1) presents a strategic and coordinated approach that has been developed by Council in consultation with the community and industry to support future economic opportunities for Cumberland that will continue to make the area an attractive place for residents, workers and visitors. A strategic framework is also provided that outlines the land use approach for employment and innovation land precincts across the Cumberland area (Figure 1). The framework also supports other actions and services by Council that complement land use development for these areas.

Importantly, the Strategy recommended for adoption aligns with the work of the Greater Sydney Commission. The Commission has identified strategic directions in the Greater Sydney Region Plan and Central City District Plan on maintaining existing employment and innovation lands, and maximising opportunities to meet future needs. The Commission has also provided a thought leadership paper on safeguarding industrial lands to facilitate ongoing employment and innovation in these areas. The Strategy aligns with the work of the Greater Sydney Commission by maintaining existing employment and innovation lands in Cumberland, and providing a strategic framework that can support growth and maximise opportunities for the Cumberland area.

The implementation of the Strategy will focus on the following areas:

· Using Cumberland’s strategic plans and development controls to translate the strategy into land use outcomes

· Aligning Council’s economic development and place making activities with the focus areas for employment and innovation lands in Cumberland

· Collaborating with government, industry and the community to support the transition of employment and innovation lands to meet Cumberland’s future needs

The Strategy has also been informed by a technical study on employment and innovation lands (Attachment 2). This includes information on Cumberland’s current employment structure and areas of economic competitiveness, future market influences, role of innovation, opportunities and implications for employment and innovation lands, and land use planning considerations.

Figure 1: Strategic framework for employment and innovation lands in Cumberland

Next Steps

Subject to endorsement by Council, the implementation of the strategic framework identified in the Cumberland Employment and Innovation Lands Strategy will be undertaken through the new Cumberland Local Environmental Plan (LEP). This process will require the preparation of a planning proposal, review and advice from the Cumberland Local Planning Panel, Gateway determination by the NSW Government, public consultation and finalisation of the planning proposal for the new LEP. This work is a high priority of Council and is scheduled for completion in mid-2020.

The other actions identified in the Strategy, such as economic development, place making activities and collaboration, will be incorporated into Council’s work plan.

Community Engagement

The draft Cumberland Employment and Innovation Lands Strategy was exhibited for six weeks from 22 September 2017 to 3 November 2017. Three submissions were received on behalf of the owners of land at 1 Crescent Road, Holroyd, 111-117 Parramatta Road, Auburn and 300 Manchester Road, Auburn. A summary of the submissions are provided in Table 2.

Submission	Summary of Issues Raised	Response
1 Crescent Road, Holroyd	· Proponent requested that the EILS reflect planning controls that were the subject of a planning proposal considered by the State Planning Panel (former JRPP).	· Noted. · No change as the matter is the subject of a separate process at state planning level.
111-117 Parramatta Road, Auburn	· Proponent supported a proposed zoning for the site as a B1 neighbourhood centre but requested that the uses eligible for a bonus floor space ratio be broadened.	· Noted. · Proposed rezoning to be considered in future, with regard to the strategic framework for this precinct as part of the strategy.
300 Manchester Road, Auburn	· Proponent recommended that uses identified in a planning proposal application for the subject land be reflected in the strategy and that the Clyburn precinct be treated as separate areas north and south of the railway line. Also, that parts of the precinct be identified as suitable for digital technologies/media, fashion and allied health.	· Noted. · Proposed rezoning has been withdrawn by the applicant since the receipt of the submission.

Table 2: Summary of matters raised in submissions from the public exhibition

Following a Notice of Motion on 21 February 2018, the draft Cumberland Employment and Innovation Lands Strategy was re-exhibited for a further eight weeks from 6 March 2018 to 1 May 2018. Four submissions were received. Most of the submissions raised related to land at 300 Manchester Road, Auburn. A summary of the submissions are provided in Table 3.

Submission	Summary of Issues Raised	Response
Keylan Consulting, SGS Economics and Perica and Associates: On behalf of PAYCE - proponent of 300 Manchester Road, Auburn	· Separation of Clyburn precinct into 2 or 3 sub-precincts proposed. · Designation of 300 Manchester Road as an Urban Renewal Investigation Area. · SGS forecasting at small level should be adopted for 300 Manchester Road. · Need for a ‘feasibility lever’ to deliver development on 300 Manchester Road should be included in the EILS. · Explore ‘innovation and employment uses’ adjacent Sydney Trains Hub. · Alignment of draft EILS with District Plan’s ‘review and manage’ recommendation. · EILS lacks precinct-by-precinct analysis as an LGA-wide strategy. · Measure of draft EILS’s success and employment outcomes unclear.	· Noted. · Strategy aligns with region and district plans. · Strategic framework identifies the broader precinct for a services and innovation focus. · Proposed rezoning of 300 Manchester Road, Auburn, has been withdrawn by the applicant since the receipt of the submission.
Stockland Pty Ltd	· Supports rail infrastructure around the Yennora Distribution Centre including delivery of a dedicated freight line through Yennora. If not, alternate uses not reliant on a dedicated freight rail line may have to be considered.	· Noted · Strategic framework identifies Yennora as a freight hub, consistent with future development of freight rail infrastructure planned by the State Government.
Urban Taskforce	· Supported principles/objectives, suggested greater flexibility. · Considered not rezoning industrial land to mixed use inappropriate and recommended mixed used developments on under-performing industrial lands. · Proposed council take on a more contemporary use of ‘innovation districts’ i.e. mixed use. · Clyburn north and south of the railway line be treated separately. · Supported ‘innovation within the envelope of feasibility’ including financing issues and promoting cross-subsidisation; recommended site-by-site approach. · Noted GSC’s District Plan ‘review and mange’ approach and requested EILS be put on hold pending outcomes of GSC review.	· Noted. · Strategy aligns with region and district plans. · Strategic framework identifies focus areas for various employment and innovation lands precincts. · Implementation of strategic framework will enable further assessment and details on planning controls. · Proposed rezoning of 300 Manchester Road, Auburn, has been withdrawn by the applicant since the receipt of the submission.
Resident	· Supports transition of nearby industrial land to medium density residential.	· Noted. · Proposed rezoning of 300 Manchester Road, Auburn, has been withdrawn by the applicant since the receipt of the submission.

Table 3: Summary of matters raised in submissions from the public re-exhibition

Policy Implications

Policy implications are outlined in the main body of this report.

Risk Implications

The Employment and Innovation Lands Strategy is an important component of work to support the new Cumberland Local Strategic Planning Statement and new Local Environmental Plan. The adoption of the Strategy will provide certainty for Council in progressing the actions outlined in the Strategy. It will also ensure that Council can demonstrate alignment with strategic directions set by the NSW Government.

Financial Implications

There are minimal financial implications for Council associated with this report. Actions identified within the Strategy will be undertaken as part of existing budgets or programs. Part of the grant funding received from the NSW Government for the new Cumberland Local Environmental Plan will be used for the development and finalisation of new planning controls, including those related to employment and innovation lands.

CONCLUSION

This report provides an update on the Cumberland Employment and Innovation Lands Strategy. It outlines the outcomes of the public exhibition process, including submission received and key issues, and the recommended approach for the finalisation and implementation of the Strategy.

The other actions identified in the Strategy, such as economic development, place making activities and collaboration, will be incorporated into Council’s work plan.

Attachments

1. Cumberland Employment and Innovation Lands Strategy ⇩

2. Cumberland Employment and Innovation Lands Background Study ⇩

Council Meeting

1 May 2019

Council Meeting

1 May 2019

Item No: C05/19-76

Provision of Verge Mowing Services

Responsible Division: Works & Infrastructure

Officer: Director Works & Infrastructure

File Number: HC-17-04-4

Community Strategic Plan Goal: A great place to live

Summary

This report provides key recommendations to Council in relation to the ongoing provision of verge mowing services within the Cumberland Council Local Government Area.

Recommendation

That Council:

1. Adopt option 1: Cease mowing residential nature strips within the former Auburn City Council area whilst continuing to mow nature strips along main roads and continue with the existing service standards of the former Holroyd and Parramatta City Councils.

2. Adopt option 3: Allocate future funding to service key strategic locations and areas across the Council area.

3. Continues to provide a mowing service to those residents that receive a service under the current hardship assistance program.

4. Continues to provide a pensioner mowing service.

5. Receive a further report outlining a new verge mowing policy and service standard.

Report

Delivery of nature strip mowing, to date has been a continuation of the service standards which existed prior to the amalgamation of the former Councils. These are summarised below;

Auburn Council:

“Areas that Council will maintain, Council undertakes to maintain Council’s entire road reserves throughout the LGA unless varied by a pre-existing arrangement.”

Holroyd Council:

“(iii) That the current approach in not maintaining nature strips be confirmed, except in cases of proven hardship, or where a safety issue exists”.

Parramatta Council:

“Council will maintain verges outside properties or land not owned, administered or maintained by Council;

a) When the grass obstructs traffic or the free flow of water on a roadway or

b) When the grass presents a severe inconvenience to pedestrians in the immediate vicinity of bus stops, railway stations, pedestrian crossings, primary schools or facilitated care facilities.”

The provision of the existing service is currently delivered by contractors on Council’s behalf, with Council day labour resources being allocated on an infrequent ad-hoc basis. Complementing this service are additional day labour staff resources which provide hardship assistance and pension mowing services to residents, the provision of these services by Council staff are not proposed to be varied or ceased.

A consistent approach in the management of nature strips across the council area is now required to provide clarity and equity across our community. This report provides three options for Council’s consideration, these are;

Option 1;

Cease mowing residential nature strips within the former Auburn Council area whilst continuing to mow nature strips along main roads and continue with the existing service standards of the former Holroyd and Parramatta City Councils.

Option 2;

Extend the current former Auburn Council service across the entire Council area.

Option 3;

Allocate current funding to service key strategic locations and areas across the Council Local Government Area and continue to provide a hardship assistance program.

Discussion

Option 1; Cease mowing residential nature strips within the former Auburn Council area whilst continuing to mow nature strips along main roads and continue with the existing service standards of the former Holroyd and Parramatta City Councils.

The current verge mowing service in the former Auburn Council area will cost Council approx. $1.01 million this financial year. The ongoing provision of this service will require significant additional funding in Council’s current maintenance budget in the short and long term.

Should Council choose to cease the maintenance of nature strips within the former Auburn Council area, this would allow Council to apply the savings from future maintenance budgets across the entire Cumberland area and develop a policy which provides equity for all residents within the Cumberland local government area. The adoption of this option would allow Council to continue to mow nature strips along main roads and areas which are highly trafficable and present unreasonable safety risks for residents.

This option would also see a continuation of the former Holroyd and Parramatta City Councils’ existing practices whilst continuing to provide hardship and pension mowing services to those residents who require these services.

Option 2; Extend the current former Auburn Council service across the entire Council area.

This option would see the current mowing service extended, across the entire Council area. Based on a cost extrapolation this would cost council an estimated $4.2 million per annum. This option would remove the practice of differing levels of service being applied across the Council area.

However, the additional $3 million per annum (indexed annually) that this option would cost Council, will need to be found from within the existing Council operational budget. To fund this option, Council would be required to identify alternative funding sources which at present do not exist or investigate reducing or ceasing existing services and programs that are currently being provided to the community.

Additionally, residents in many locations across the large majority of the Cumberland local government area, including the former Auburn Council area currently mow the nature strips adjoining their properties, particularly in areas where a service has not been provided. This has resulted in our residents contributing to the overall appearance of the streetscape which has led to general increases of civic pride throughout the community. Should Council choose to implement this service across the entire Cumberland local government area, it would not be able to service the streetscape in accordance with the residents’ high expectations as the cyclic nature of the service would result in nature strips being serviced on a 5-week cycle.

Option 3; Allocate future funding to service key strategic locations and areas across the Council and continue to provide a hardship assistance and pension mowing service.

This option provides for the current budget position to be improved immediately and over the long term. The service allocation can then be adjusted to maintain key strategic locations and areas across the Council area and for those members of the community who demonstrate hardship. It is proposed that the key strategic locations and areas be main roads, and locations such as town centres, strip shops, community facilities and high-profile public domain areas where a grassed nature strip or general maintenance requirements exist.

The continued provision of the hardship assistance program would be based upon the resident being able to demonstrate hardship in accordance with existing Council requirements. The provision of this hardship and pension mowing service would then be expanded to incorporate all Cumberland residents, at present under the existing hardship program in the former Holroyd City Council area, 125 properties are serviced.

It is estimated that the implementation of this option would cost Council approx. $600,000 per annum, which is more financially sustainable for Council, and would result in Council being able to provide an equitable strategic service level to lift the current presentation of the public domain and other key areas.

The adoption of this position would allow Council to establish this service as the baseline service and then, in the future, as other financial and operational opportunities arise, Council could build upon and expand this service as required.

Community Engagement

Should Council adopt the report as recommended, a community notification and awareness campaign will be rolled out immediately to inform residents that the current service will be altered in accordance with the recommendations contained within this report.

Policy Implications

The adoption of the recommendations contained within this report will alter the existing service standards adopted by the former Auburn City Council.

Risk Implications

The ongoing risk implications for Council are highlighted within the report.

Financial Implications

The current contract nature strip mowing service is funded from within Council’s Parks and Recreation operational budget. In the current financial year, the service is tracking to cost Council $1.01 million. A recent tender for this service has indicated a substantial increase in the cost of this service which is not included in the draft budget for 2019/20.

Should Council adopt the recommendations contained within the report, Council will improve its future operating budgets and implement a new service standard which is equitable and financially sustainable.

CONCLUSION

The current service arrangement provides an unequitable level of service to the Cumberland community. Council has been presented with several options and recommendations to improve the equity of Council’s service delivery.

To achieve this, it is recommended that Council adopt the recommendations contained within the report. Following the adoption of the recommendations, notification to the community will commence immediately.

Attachments

Nil

Council Meeting

1 May 2019

Granville Ward
Clr Steve Christou	0419 651 187	Steve.Christou@cumberland.nsw.gov.au
Clr Ola Hamed	0405 070 007	Ola.Hamed@cumberland.nsw.gov.au
Clr Joseph Rahme	0418 995 471	Joseph.Rahme@cumberland.nsw.gov.au
Greystanes Ward
Clr Greg Cummings (Mayor)	0417 612 717	Greg.Cummings@cumberland.nsw.gov.au
Clr Ross Grove	0418 987 241	Ross.Grove@cumberland.nsw.gov.au
Clr Eddy Sarkis	0418 306 918	Eddy.Sarkis@cumberland.nsw.gov.au
Regents Park Ward
Clr Ned Attie	0419 583 254	Ned.Attie@cumberland.nsw.gov.au
Clr George Campbell	0409 233 315	George.Campbell@cumberland.nsw.gov.au
Clr Kun Huang	0418 911 774	Kun.Huang@cumberland.nsw.gov.au
South Granville Ward
Clr Glenn Elmore (Deputy Mayor)	0418 459 527	Glenn.Elmore@cumberland.nsw.gov.au
Clr Paul Garrard	0414 504 504	Paul.Garrard@cumberland.nsw.gov.au
Clr Tom Zreika	0449 008 888	Tom.Zreika@cumberland.nsw.gov.au
Wentworthville Ward
Clr Lisa Lake	0418 669 681	Lisa.Lake@cumberland.nsw.gov.au
Clr Suman Saha	0419 546 950	Suman.Saha@cumberland.nsw.gov.au
Clr Michael Zaiter	0418 432 797	Michael.Zaiter@cumberland.nsw.gov.au